Is Anybody Listening? The Cost Of Employee Engagement For Those You Care About

Transcription

1 Is Anybody Listening? The Cost Of Employee Engagement For Those You Care About Martie L. Moore, RN, MAOM, CPHQ Chief Nursing Officer The Current State People caring for people in times of great vulnerability and need is the mission of the health care workforce the mission from which its members derive meaning and experience of joy, health and well being 60% of providers say they are burned out on their jobs 34% plan to look for a new job More work days are lost in health care than in industries such as mining, machinery manufacturing, and construction 2 Through the Eyes of the Workforce, IHI

2 What Stops Engagement and Drives Burnout? Leaders often have an organizational quality mission but don t know how to connect with care providers and lead the change required to improve performance Care Providers are often disengaged from the organizational mission and focused primarily on the task or resident in front of them Overburdened Underappreciated Lack of control Residents, families and communities find themselves in health care settings that are not designed around their needs. The Resident is not part of the improvement decisions IHI, 2016 National Forum 3 says Taking Care of Care Providers ZZZZZZZ Care Providers and Sleep 37,700,000 HaHaHa Care Providers and Laughter 652,000 Care Providers and Healthy Eating 855,000 91,700,000 Burnout & Stress Mindfulness, Meditation and Care Providers 469,

3 Care Provider Burnout per 1. Constant Fatigue 2. Feeling Overworked or Under-Appreciated 3. Lack of Enthusiasm about Work 4. Compassion Fatigue 5 Leader Engagement Can Be a Hidden Problem First glance Leadership Engagement looks strong compared to employee engagement Percentage Engaged by Level, % 61.2% 71.0% 38.3% Frontline Staff Manager Director Executive 6 Source: Advisory Board Survey Solutions National Employee Engagement Database, 2014 advisory.com 3

4 Leader Engagement on the Decline The data now shows that engagement is declining rapidly Change in Engagement Level, Manager Director Executive -0.4% Frontline Staff -3.9% -4.2% 7-4.4% Source: Advisory Board Survey Solutions National Employee Engagement Database, 2014 advisory.com Five Inescapable Market Forces Impacting Leader Engagement Constant Connectivity Proliferation of smartphones and personal laptops means leaders are available 24/7 Acute Margin Pressure Leaders have to do more with fewer resources due to changing reimbursement structures Increasing Pace of Change Rapidly changing protocols and procedures leave leaders feeling tired, stressed, and burned out Uncertainty About the Future Leaders uncertain about the future of their organization and their job security Systemization Industry-wide mergers and acquisitions are changing organizational culture and structure Source: Advisory Board Survey Solutions National Employee Engagement Database, 2014 advisory.com 8 4

5 A Short List of Drivers with the Most Opportunity Top Impact Drivers with Running Room 1 Executive actions reflect missions and values 2 Training and development help me improve 3 Interested in promotion opportunities in my unit/department 4 Executives respect contribution of department 5 Manager has helpful discussions with me Leadership about my career Employee Engagement = 6 Kept informed of organization s plans = Engagement 7 Organization recognizes employees for excellent work 8 My ideas and suggestions are valued 9 Organization helps me deal with stress and burnout 10 Performance review helps me improve 11 I have a manageable workload Source: Advisory Board Survey Solutions National Employee Engagement Database, 2014 advisory.com 9 Top Engagement Drivers for Managers and Directors Determined by Multivariate Regression Analysis of 42 Engagement Drivers Driver Manager Rank Director Rank I believe in my organization s Mission 1 2 The actions of executives in my organization reflect our mission and values My current job is a good match for my skills 3 5 My organization recognizes employees for excellent work 4 6 My organization provides excellent care to patients 5 1 I understand how my daily work contributes to the organization s mission 6 10 Training and development opportunities offered by my organization have helped me to improve I have job security 8 9 My ideas and suggestions are valued by my organization 9 8 I am interested in promotion opportunities in my unit/department Source: Advisory Board Survey Solutions National Employee Engagement Database, 2014 advisory.com 5

6 Give Executives a Place to Plug In Starter List of High-Visibility Opportunities for Executives Tactic Capsule Description Impact on Leader Engagement Impact on Staff Engagement Executive Rounding Mobile Town Halls Executive-led Leader Onboarding Executives round on clinical and nonclinical staff and leaders with a specific set of questions Executives host brief town hall meetings in each unit or department System and facility executives serve as faculty during new leader onboarding BrandedInformal Conversations with Executives Executives host regular branded event (usually with food) to have informal conversations with leaders and staff Executive Blog Teamof executives communicate directly with leaders and staff via regular blog posts No Impact Minimum Impact Moderate Impact Significant Impact Maximum Impact 11 Source: Advisory Board Survey Solutions National Employee Engagement Database, 2014 advisory.com Consider Engagement Goals Individual Goals Shared Goal Administrator Increase percentage of engaged staff Nursing Director Increase percentage of engaged staff OR Medical Director Increase percentage of engaged staff HR Increase percentage of engaged staff Administrator Nursing Director Medical Director HR Increase percentage of engaged staff 12 6

7 What s the Right Metric Frequently Used Engagement Metrics Metric Diagnostic Questions Pros Cons Percentageof Engaged Employees Engagement Mean Percentage of Engaged and Content Employees Specific Dimension (e.g. teamwork) 13 Is your level of disengagement and ambivalence below the 50 th percentile? Are you a high performing organization overall? Is your level of disengagement and ambivalence above the 50 th percentile? Is your level of disengagement and ambivalence below the 50 th percentile? Is your engagement below the 50 th percentile? Is there a performance indicator that stands out as a consistent improvement opportunity or is a more direct driver of a larger organizational priority? Most aspirational Individuals typically familiar with metric Accounts for performance across entire engagement spectrum (all four categories) Focuses on top two categories Individuals typically familiar with metric Narrows the focus of the organization to a specific issue or challenge Doesn t factor in performance on remaining three engagement categories (content, ambivalent, disengaged) Doesn t resonate with staff Less aspirational Doesn t factor in ambivalent and disengaged performance Less aspirational Doesn t factor in overall level of engagement Source: Advisory Board Survey Solutions National Employee Engagement Database, 2014 advisory.com Employee Engagement Influence on Outcomes Employee engagement is the individual s feeling of contribution and enthusiasm in work-related activities for the organization There is a statistical correlation between high engagement and improvements in productivity, outcomes and job overall satisfaction Job involvement and trust are the primary determinants of organizational effectiveness 14 NasomboonB. (2014) The relationship among leadership commitment organizational performance and employee engagement 7

8 A Gallup study of 200 Hospitalsfound that the engagement level of nurses was the number 1variable correlating to mortality even beating out number of nurses per patient per day. 15 What Does Engagement Look Like For You? 16 8

9 Key Attributes of Engaged Employees Rational Inspired to do best work Emotional Willing to exceed expected level of effort Motivational Personally motivated to help organization succeed Muse Surpass Resilience Requires a source of inspiration The human spirit must be inspired to generate energy Requires clear expectations of performance and advancement Recognition and acknowledgement must be given to grow a culture of excellence Requires relationships, not rugged individualism The capabilities that underlie resilience can be strengthened at any age 17 Key Attributes of Engaged Employees Rational Inspired to do best work Muse Requires a source of inspiration The human spirit must be inspired to generate energy 18 9

10 Muse Moments 1. Paint an Inspiring Vision Core Ideology Envisioned Future 2. Connect People to the Vision The POWER of storytelling 3. Build a Culture of Courage Remove the source of fear and then build organizational courage 4. Reward Accordingly Not about the money but about visibility 5. Thank them A LOT Gratitude is the spark that keeps the flame alive in employee s heads and hearts 19 Love and Forgiveness The science now tells us that these two emotions have incredible impact on health and well-being Love changes perspective Forgiveness heals perspective 20 10

11 Key Attributes of Engaged Employees Rational Inspired to do best work Emotional Willing to exceed expected level of effort Muse Requires a source of inspiration The human spirit must be inspired to generate energy Surpass Requires clear expectations of performance and advancement Recognition and acknowledgement must be given to grow a culture of excellence 21 Surpass Strategies 1. Goal Setting Define clear performance thresholds for recognition 2. Effective Delegation RAA = Responsibility Authority Accountability 3. Coaching Listen at multiple levels, include what is not being said Widen the range of options Create ownership and accountability all parties involve own the actions Remember forward thinking is coaching. Past review of behaviors is feedback 22 11

12 Mindfulness Centering and meditation Teaching how to meditate Centering allows the mind to expand abilities to be more aware of the moment Guided Imagery Use the tools of relaxation and mental visualization to improve mood. 23 Key Attributes of Engaged Employees Rational Inspired to do best work Emotional Willing to exceed expected level of effort Motivational Personally motivated to help organization succeed Muse Surpass Resilience Requires a source of inspiration The human spirit must be inspired to generate energy Requires clear expectations of performance and advancement Recognition and acknowledgement must be given to grow a culture of excellence Requires relationships, not rugged individualism The capabilities that underlie resilience can be strengthened at any age 24 12

13 Resilience Revolution 1. Pump up Positivity Resilience sits with all emotions, but is able to see learning or bring gratitude into the issue or environment 2. Live to Learn Learner questions are empowering, they promote more expansive thinking and acceptance Learner questions create meaningful connections with others 3. Open the Heart Gratitude both offering it up and receiving 4. Take Care of Yourself More on this in a moment 5. Hang on to Humor Laughing in the face of adversity is profound for body, mind and spirit 25 Laughter Laughter activates the body. It is like internal jogging. Laughter is contagious Laughter boosts immunity Laughter increases resilience Laughter combats depression Laughter relieves pain 26 13

14 Quick Takes to Bring More Laughter into Your Life Make humor a priority Make a collection of funny cat videos, fun YouTube clips, clean funny jokes. Share laughter with friends Practice laughter yoga Caution: Never use laughter at the expense of another human being in your workplace 27 Transformation Acknowledging The Humanity That Lies Within Us 28 14

15 Questions? Thank You! 15